Revolutionary Measures

Marketing in the rental economy

When I was growing up it was common to rent a TV – they were expensive items and not everyone could afford to pay for one up front. But as prices dropped renting became the preserve of students and then seemed to disappear.

However the whole idea of a rental economy is back, just rebranded to on-demand. Take TVs again – given the price of a high end one, and the speed at which new innovations are coming through, renting provides the flexibility to always have access to the latest model without spending thousands. Why amass a collection of CDs when you can essentially rent them via Spotify or other streaming services? Looking at transport, many cars are now bought on credit deals that essentially mean you are paying a monthly rental to the manufacturer – and that’s before you look at the likes of Uber and Lyft. There are even websites in the US that let you rent high end furniture for your house or office.

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Speaking as a hoarder that wants to have that physical CD or book and to know they are mine (even if they then sit on the shelf after being digitised or read), I see limits to the rental economy. But I know I’m increasingly in a minority and a combination of the flexibility of on-demand and the fact that major purchases such as cars and TVs are often outside the budgets of many people mean rental is here to stay.

So what does this mean for marketing? I think there are three main things to focus on:

1.Need to keep customers loyal
Brands know that customers are now more demanding and less loyal than in the past. But the on-demand economy means that rather than simply switching supermarket or type of toothpaste they can equally change every brand that they deal with. Therefore you need to continually focus on keeping customers satisfied and consequently loyal – otherwise they will simply head to the competition.

2.Use the data to innovate
Digitisation means that brands in the on-demand economy have an enormous amount of data about their customers. Whether that is Uber knowing where you have taken cabs or Netflix having a record of what you watched, this information is all available. Rightly customers are wary about what brands do with this data, but surveys show that if it is used to improve the service and products they receive in ways that benefit them, it makes them more loyal to a company or service. So analyse this big data and use it to innovate and differentiate against competitors.

3.Brand is key
There are many factors that affect why consumers choose particular brands, including price and the choice of products that they offer. However in the on-demand economy, where the majority of interactions are digital, brand is a key part of the decision. For a start if they’ve not heard of your company they aren’t going to consider buying from you – and more importantly still if your brand gains a poor reputation sales will suffer. Uber is the perfect example of this – well-publicised scandals at the company led many users to switch to rivals, hitting its market share and revenues. Such is the pace of the on-demand economy that pretty much every company has a rival, often selling similar services at similar prices, meaning that building and safeguarding your brand is crucial to long-term success.

Digitisation is radically changing how we buy and consume products and services, with many moving away from outright ownership to a rental model. Brands must change how they focus their marketing efforts if they want to win, and more importantly retain, customers – or they risk being left behind by on-demand competitors.

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August 23, 2017 Posted by | Marketing, Social Media | , , , , , , , | Leave a comment

If a tree falls on Twitter……

The launch of CNN, back in 1980, ushered in the era of the 24 hour rolling news cycle. No longer did people have to wait for their morning papers or the 10pm TV news to find out what was happening in the world. And this had an impact on the news itself – rather than having to schedule events and press conferences to fit around journalists’ schedules, organisations could be confident that reporters would be available (and coverage would result) pretty much throughout the day. On the flipside unscrupulous PRs couldn’t try and sneak out bad news, knowing that it was just too late for print deadlines and would be out of date 24 hours later.

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The internet obviously accelerated the news cycle, making it even faster and more constant. You didn’t need to be watching CNN or other 24 hours news channels to see the latest stories, opening up access to everyone with a smartphone. It also allowed a wider range of media to reach people – you didn’t need to be a TV station or a major newspaper to break a story, you could be a citizen journalist or simply someone who was in the same place as a breaking news story. Essentially this democratised the reporting process. It became difficult for governments and corporations to spike negative stories as, hydra-headed, they simply popped up elsewhere.

We’re now in the midst of the next news cycle, focused on social media. As soon as something happens it is pored over on Twitter and Facebook, with both the public and experts giving their views. If previous news cycles were one reporter/media outlet to many readers or viewers this is essentially any to any – going beyond democracy to the text book definition of anarchy (‘without a ruler’).

In many ways this is a good thing, as it opens up the debate to multiple voices, many of whom have traditionally not been heard. But it drives three big issues that I believe threaten the integrity of how we get the information that shapes our world view and actions:

1. Who do you trust?
Major news organisations have a brand that their readers/viewers trust. They know what to expect when reading a story on The Sun compared to the Daily Mirror or the New York Times compared to Fox News. However, in the anarchic world of social media anyone can post ‘news’ or comments that are inaccurate or knowingly untrue. This fake news can be mischievous, misleading or designed to push a specific agenda, and is very hard to stamp out in the instant world of the internet. And the rise of fake news risks people tarring every news organisation with the same brush – we’ve all seen politicians describing as ‘fake’ stories that they simply disagree with.

2. Who shouts loudest, gets heard
Whether it is the distance that social media provides, polarisation of views or simply that the world is getting nastier, the amount of abuse and trolling on platforms such as Twitter and Facebook seems to be ever-increasing. Just this week Viscount St. Davids was found guilty of making menacing communications against Gina Miller, who led a legal challenge that forced the government to consult Parliament on Brexit. Amongst other abuse he offered £5,000 in a Facebook post to anyone that would run over Ms Miller. Parliament itself is holding a debate on the abuse suffered by MPs and candidates of both parties in the recent election campaign.

What seems to typify all of these communications is that people appear happy to say things online that they wouldn’t to someone’s face, and that very often it involves men abusing women, often in sexual terms, for daring to disagree with their views. The sheer weight of such trolling stifles honest debate and ultimately puts people off sharing their thoughts and opinions, or even self-censoring what they write.

3. Knee jerk reactions lead to instant actions
When stories break the true facts are often unclear. Whereas traditional news organisations would then take the time to research events and wouldn’t jump to conclusions the opposite is true on social media. People make immediate judgements and share them with the world, and the sheer force of tweets and messages can then shape the news agenda. A case in point is the recent disqualification of cyclist Peter Sagan from the Tour de France, for his involvement in a crash that forced Mark Cavendish out of the race. The race jury first gave him a lesser punishment, but then seemed to be swayed by the force of anti-Sagan anger on social media, changing their minds and throwing him out of the race. Taking time to study events in more detail would have led to a less knee jerk reaction, but it often feels that people believe they have to react instantly, without the full facts, leading to decisions that don’t necessarily stand up to future scrutiny.

The social media news cycle has undoubtedly delivered major benefits – it helped drive the Arab Spring for example. But its sheer anarchy means that everyone, from politicians and PRs to the general public, needs to think before they tweet if we are to have a fair, honest and unbiased discussion of news on social media.

Photo: By Tiia Monto (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)%5D, via Wikimedia Commons

July 12, 2017 Posted by | Marketing, PR, Social Media | , , , , , , , , , , , , | Leave a comment

Why PR needs to turn around its reputation

13911715043_e32a972f78_zPublic relations has never had a higher profile, but not necessarily for positive reasons. Whether seen as aiming to control the image of celebrities, trying to keep corporate misdeeds out of the press or using political spin to get a particular message across, I’d say that public perception of the industry is actually worsening.

Given that PR people have always been focused on controlling the message why is the profession’s reputation deteriorating? I think there are three key reasons:

1. Chaos is growing
As I say PR is about portraying your company/client/celebrity in a positive light. The problem is that this revolves around people – and people are inherently random and chaotic. So PRs have to constantly balance on a tightrope, trying to plan and control the message in a world where things fall apart. The advent of social media has simply increased this chaos – it is easy for anyone to start a rumour or undermine your story through Twitter and Facebook. Witness the fact that just this week a fake Daily Mail front cover calling for Theresa May to resign went viral on social media, despite the fact that it was an obvious forgery shared by a Twitter user called Lying Tory Media.

PR people feel that they have to be constantly on their guard. And this naturally means that they focus on control and defence rather than positive engagement. After all, it is technically safer to turn down an interview opportunity, even with a high profile media outlet, if there is any risk of it going wrong. This isn’t a long-term strategy, but the speed of the communications landscape can mean people don’t have the time to think long-term.

2. Trust is diminishing
We’ve all seen the figures that show that people trust the organisations around them – be they politicians, the media, companies or other authority figures less and less. The latest Edelman Trust Barometer, which came out in January 2017, found that government was the least trusted institution in 14 countries, and CEO credibility had dropped to an all-time low of 37 percent. It wouldn’t surprise me if trust has fallen even further since then.

There is a widespread belief amongst many groups that the system has failed people and that the sheer pace of technological and social change is not benefiting everyone equally. This lack of trust means that PR people have to go the extra mile in order to build credibility with ever-more sceptical audiences. And again, it is easier to plan to be defensive – why risk Theresa May meeting real people on her election campaign when you can organise a backdrop of supporters to get your message across?

3. We’re becoming more tribal
I’ve mentioned this before, but populations are polarising into self-contained segments. If you live in a community that is made up of people like you, interact online with the same group and don’t talk to those with different views it is easy to build up a biased world view. Throughout history leaders have focused their tribes or countries by uniting them against an Other, whether that is a rival monarch, country or religion. A similar thing is happening now online, but generally without clear leaders, Donald Trump being an obvious exception.

PR people, particularly on the political side, are becoming focused on appealing to their segment – essentially they feel they don’t need to worry about the Other. Whatever they do opponents will criticise them, so why bother with trying to reach out to them? This does put some PRs on a slippery slope towards propaganda and fake news. No wonder that 73% of public relations professionals polled in a recent survey said that the current White House communications team is negatively impacting the industry’s public perception. But even here tribal loyalties seem to be in play – 15.1% of the sample identified themselves as conservatives, and a similar percentage (15.7%) said the White House comms team “is treated unfairly by the media”.

Public relations finds itself at a crossroads. On one hand the communications, writing and content distribution skills it is centred on have never been more important to business. Yet, the risk is that the sheer pace of change means they retreat into a defensive, safe mode that undermines their credibility. For everyone’s sake, now is the time for PR people to become more strategic, counselling clients to see the bigger picture in order to rebuild trust and unite their audiences for the greater good.

Image Jeff Eaton via Flickr https://flic.kr/p/nckbcV licensed under Creative Commons

June 21, 2017 Posted by | Marketing, PR, Social Media | , , , , , , , , , , | 2 Comments

Fake news – are we on the road to 1984?

For a term that most people hadn’t heard of 18 months ago, fake news is now mainstream. A simple Google search on the term turns up 145,000,000 results, 28,900,000 in the news section. Originally coined to cover clickbait stories written with the intent to mislead for political or financial gain, it has now been hijacked by the likes of Donald Trump, one of its key beneficiaries, to describe any story that he disagrees with.

Donald Trump

Misleading the public has always been a tactic used by leaders, with propaganda used to push a particular point of view, especially in times of war. Additionally, many newspapers have run sensational stories to attract readers – witness the New York Sun publishing stories about life on the moon in 1835.

George Orwell’s 1984 shows how the combination of propaganda and mass-media communications can be used to control the population and condition what they actually think and believe. And for those that dismiss that as a fantasy, I’d say that fake news in the digital age actually goes even further, for three reasons:

1. We live in an ungated world
In the past people got their news from a limited range of sources such as newspapers, TV and radio. All of these employed professional journalists to sift and check facts before they reached their audiences. This meant that while they may have been biased to left or right, or even stretch the truth, they had to meet journalistic standards. Now, in the digital world anyone can be a publisher, without needing any training – opinions and stories go direct to the public, particularly through social media, without any guarantee of quality. At the same time trust in traditional institutions (politicians, journalists and companies) has broken down, meaning people are actively looking at other sources for their information.

2. We live in a polarised world
Social media encourages people to cluster with those of similar beliefs, limiting our world view and therefore reinforcing it. During the European Referendum, for example, liberal Remainers just saw tweets supporting their stance on Twitter, leading to a sense of real shock when the result went the other way. When we’re in our bubbles on social media we’re more likely to click on, forward or believe in fake news if it plays to our particular beliefs – especially if it appears to be endorsed by someone we trust.

3. We live in a world with short attention spans
How many times have you seen a headline, read it but not bothered to click through for the full story? In my case pretty often. There simply doesn’t seem time to read news stories in-depth or in-detail. At the same time attention spans are shortening and people quickly move onto the next thing, meaning it is easy to confuse fake and real news.

So what can be done to fight fake news? It is easy to blame Facebook and its algorithms, shadowy websites that make money through adverts that run alongside fake stories or even politicians such as Donald Trump who know exactly the lies that they are peddling. However, I think responsibility goes further than this:

  • PR people and the companies they represent have to think through the stories that they issue – putting a positive spin on something is one thing, but be sure that you’re not crossing the line into untruths.
  • Politicians need to be more careful in what they say – perhaps backed up by an independent regulator that immediately investigates and pronounces on dubious statistics, such as the alleged £350m per week paid to the EU that was splashed on Vote Leave buses during the referendum.
  • As consumers we need to learn that not everything you read online is true, and that we are not in a cosy world where every story is meticulously fact-checked. We need to look for sources, think before we share and broaden our world views to try and understand the wider context of the new reality.

Otherwise the fake news we’ve seen already will just be the start, and we’ll be moving swiftly down the road to a version of 1984 that sees propaganda winning and trust between groups and communities completely disappearing. And that is in no-one’s long term interest – not even Donald Trump’s.

June 7, 2017 Posted by | Marketing, PR, Social Media | , , , , , , , , | 4 Comments

Can you make your PR campaign strong and stable? 4 communication lessons from the General Election

 

With well under a month to the General Election the parties various communication strategies are becoming clearer. As I said in a previous blog, this won’t be a social media election, but that isn’t stopping politicians from adopting new techniques to reach voters. The aim is to control the message, and drum it into the electorate, even if that means repeating ‘strong and stable leadership’ ad nauseum.https://commons.wikimedia.org/wiki/File%3APolling_station_6_may_2010.jpg

There are four key tactics that are emerging – and could serve as PR lessons for other communicators:

1.Go for the low hanging fruit
Essentially politicians are trying to duck the tough questions – although in the case of Diane Abbott she seems to be succeeding in making easy questions difficult. That means Theresa May popping up on The One Show, along with her husband, to discuss such key facts as who takes the bins out, while at the same time saying she won’t take part in a TV leadership debate. Instead, she’ll appear alongside Jeremy Corbyn, but not in a head to head.

While it is difficult for businesspeople to follow this strategy to the letter and duck tough media appearances, it should serve as a blueprint for showing your human side if you want to demonstrate that you are just a normal person, with interests and passions beyond your job.

2. Go where the audience is
It isn’t an election that will be won or lost on social media, but that doesn’t mean the channels can’t be used to get the message out there. The Prime Minister took part in a Facebook Live event with ITV News, essentially reaching an audience in the easiest manner for them. In reality there’s no difference between Facebook Live and a televised phone-in – as proved by Jeremy Corbyn trying to hijack the event by sending in a question himself. It is simply a question of going where the audience is – something that chief executives should also bear in mind.

3. Exploit the system
Once an election is declared, impartiality rules kick in for broadcasters. Covering TV and radio (down to community stations), they mean that no one party should be favoured, personal political preferences shouldn’t be aired by presenters and due weight is given to the larger parties. What this means in practice is that over the course of a bulletin, all major parties must receive airtime – and it must be presented in an unbiased manner. Hence the huge amount of effort put into campaigning in front of the camera, with politicians criss-crossing the country to launch manifestos and policies. In contrast, newspapers are free to add as much comment as they like, making politicians much warier of them.

Again, I’m not suggesting that PR people try and break the rules when it comes to getting their clients in front of the media, but understanding how different types of media work is vital to providing them with a story that works for them, and their audience.

4. Prepare and leave nothing to chance
The biggest lesson for all PR people from this election is the importance of preparation and planning. In terms of the Conservatives every appearance is carefully stage-managed, even down to allegedly shutting reporters in a room when Mrs May did a factory visit so they couldn’t film her and bussing in activists to serve as the audience in community centre visits. This level of planning doesn’t quite extend to Labour. As well as Diane Abbott’s series of car-crash interviews, the party manifesto was leaked with Jeremy Corbyn subsequently pulling out of launching its poster campaign to deal with the issue. And his driver then accidentally ran over a BBC cameraman’s foot.

You shouldn’t follow the Conservative strategy to the letter, and indeed being too polished can be detrimental to your message. However ensuring you have set detailed objectives, have the right messages, plan how you are going to deliver them and are fully prepared is more likely to project the image you want to be known for, rather than seeming to be continually running to catch up. As the election unfolds, expect to hear the words “strong and stable” a lot more………………

Photo by secretlondon123 (originally posted to Flickr as Polling station) [CC BY-SA 2.0 (http://creativecommons.org/licenses/by-sa/2.0)%5D, via Wikimedia Commons

May 17, 2017 Posted by | Marketing, PR, Social Media | , , , , , , | 2 Comments

Video kills the advertising star?

The past week has seen sustained pressure on Google after an investigation by The Times claimed that it was profiting from, and rewarding extremist and illegal content on YouTube. Essentially ads from blue chip brands had appeared alongside content from extremist groups. This then earnt the person responsible for posting the content £6 for every 1,000 clicks that the advert generated. Reputable organisations, including the UK government, were therefore unwittingly contributing money to extremists.YouTube_logo_2015.svg

This has led to an advertiser backlash with brands stopping spending on YouTube, apologies from Google, and a newly stated commitment to sort the problem out. Following on from concerns around fake news being used to drive advertising revenues and worries that many online adverts are clicked on solely by bots, rather than people, it demonstrates the potential issues for online advertisers.

What can be done to reassure advertisers? Google has been quick to jump on the problem, with it escalated to its Chief Business Officer, who set out new safeguards for brands in this blog post. The reason for the alacrity is the impact this could have on Google’s revenues – advertising drives the business, and YouTube’s share of this is growing as more and more people watch and share video content through the site.

Can Google get YouTube back under control? There are two problems it has to grapple with:

1          The scale of YouTube
There’s the sheer amount of content on the platform. 300 hours of video are uploaded to YouTube every minute and 3.25 billion hours of content are watched every month. Keeping track of all this content, and removing anything illegal or extremist has traditionally relied on other users notifying YouTube about individual videos, but that is clearly not enough in the digital age.

Google’s defence (like that of Facebook and other social networks) is that it legally it is not a publisher, merely a platform where others can share content, meaning it is not automatically liable for extremist videos. It believes it is the equivalent of the phone network – just transmitting information, rather than creating it.

2          The black box approach
Given the size of YouTube and many other online properties it is impossible to hand match adverts to particular content. So there’s a black box approach at work, where advertisers (and even Google personnel) don’t really know why a particular advert appears alongside a particular video. Therefore promising more smart technology to solve the problem (as Google has) is unlikely to placate people. At the same time Google is not going to release details of its advertising algorithm, as that is the source of its competitive advantage.

These are big issues to deal with, and the threat of an advertiser boycott has focused the search giant on solving the problem. But I think it will take a lot of time, and a lot more in terms of concrete action to bring back advertiser trust, even if it doesn’t dent the numbers of people actually using YouTube. And I don’t think it will end with YouTube – any advertising-supported online business needs to focus on how it polices itself, and where it places ads, if it wants to avoid being the next in line for media stories and potential boycotts.

March 22, 2017 Posted by | PR, Social Media | , , , , , , , | Leave a comment

Has Donald Trump saved Twitter?

The past couple of years have not gone well for Twitter. User numbers have stalled, attempts to monetise the platform have come to naught and no potential suitors for the company have emerged, despite plenty of rumours.

Donald Trump

Yet, Twitter is probably now the most important (social) media company in the world. It was central to Donald Trump building his fanbase and allowed him to communicate directly with voters during the election, ignoring the media and their pesky fact checking. Essentially it delivered what the internet first promised – a way of interacting with the public without going through middle men, and was, in a large part, directly responsible for Trump’s election as President.

It is a scary thought that while previous politicians looking to grab and hold onto power (think Silvio Berlusconi, Lenin and the Chinese Communist Party) have made it a priority to buy or nationalise communication channels such as newspapers and TV/radio stations, Trump has done it without spending a penny on Twitter. No wonder that Twitter CEO Jack Dorsey says his feelings about the President-elect’s use of the service are “complicated.”

And Trump’s use of Twitter has, if anything, intensified since the election. He’s used it to challenge the intelligence services’ claims that the Russians hacked Democratic Party emails, and to take potshots at businesses that he claims are moving jobs and production outside the US. The result? Companies such as Ford and Carrier have backed down on overseas investments and the share prices of Lockheed-Martin, Toyota and GM amongst others fell after Trump tweets criticising them. PR and analyst relations professionals for blue chip companies must be spending their time glued to Trump’s Twitter feed, hoping and praying that he doesn’t single them out for punishment, like hapless flunkeys at the court of a particularly unpleasant medieval monarch.

If you needed proof of the power of Twitter, Trump provides it. And ironically, given the left-leaning sensibilities of Silicon Valley, he could well have saved the social network, or at least bought it some breathing space. The number of tweets sent in the US between August and November 2016 was over 1 billion (not all from Trump), with 75 million on election day and its aftermath. While it hasn’t helped the long-term share price, it undoubtedly aids efforts to find a buyer for the service. The question is whether this will be another tech company (Google is a logical fit) or whether another would-be politico will see the opportunity to build their profile à la Trump and invest. Whatever the outcome, expect more incendiary tweets in the future, with policy being set and communicated in 140 characters………….

January 11, 2017 Posted by | PR, Social Media | , , , , , , , , , , | 6 Comments

Communicating in a state of permanent crisis

Français : Bradley Wiggins, vainqueur du Crité...

It used to be that a company suffered a PR/communication crisis once in a blue moon. The response was simple – well-prepared organisations dusted off their crisis plan, put it into action and, dependent on their execution and the scale of the problem, they either succeeded in safeguarding their reputation or not.

Things have now changed. Organisations can be hit by a crisis that is impossible to predict, strikes suddenly and/or simply will not go away. Restaurant chain Chipotle, already suffering after multiple food safety incidents, saw its share price plummet by $300m when author Eric Van Lustbader tweeted that his editor had been taken to hospital after eating at a New York branch of the business. Closer to home the Sky cycling team, and rider Sir Bradley Wiggins, are caught up in an ongoing crisis about the use of therapeutic use exemptions that let Wiggins take otherwise prohibited substances in the run up to three major races. Sky obeyed the rules at all times but a combination of suspicions caused by cycling’s doping past, the team’s stated commitment to anti-doping, and ham-fisted attempts to manage the crisis have seen it run and run.

What this tells everyone is that today you cannot either rely on a crisis plan or get away with not taking any allegations seriously. We live in a digital world, where any information can be shared/hacked, whether by private individuals or state-sponsored organisations. Social media works alongside the traditional press to broadcast material, enabling wide-ranging discussions of, and even the creation of, conspiracies at an accelerated pace.

Bearing this in mind, business leaders and communication professionals need to change how they operate in five key ways:

1. Keep building your brand
Any business can be hit by a crisis, even if it is not directly linked to their operations. For example, a supplier could be hacked, releasing your customers’ credit cards details onto the web, or a contractor could break bribery laws without your knowledge. In all of these cases, the source doesn’t matter – you’ll be held responsible. This means you need to have already built a strong brand that means something to people – that way you may take a hit from an incident, but it will be less of a blow. Poor brands suffer more – take the backlash against TalkTalk (already pilloried for poor customer service) when it was hacked.

2. Be proactive
The digital world has ushered in a new era of transparency. So any secrets will come out at some point. It is therefore better to control the dialogue – be honest and open if a crisis happens, and explain the full circumstances up front, including any other problems that haven’t been immediately highlighted. That might mean an initial hit to the share price, but it should recover quicker if everything is known from the beginning.

3. Everything can be a crisis
The smallest incident has the potential to spark a major crisis, so take everything seriously. Be prepared to step in quickly and deal with a problem rather than making the mistake of thinking it will go away. It is more work, but it is better to solve something early instead of waiting and facing an unstoppable juggernaut of a story.

4. Keep monitoring
You don’t want the first you know about a crisis to be when your share price tanks or you get a call from the BBC. Make sure you have monitoring in place across the internet and social media to keep a track of any potential issues, so that you can act swiftly, and brief frontline staff to flag problems and involve the communications team early.

5. Show you are taking action
Given shrinking attention spans people are bored of pre-prepared statements that don’t actually mean anything. What they want is action, and they want it immediately. This isn’t always possible, but showing that you have weighed up the facts and are being decisive is the best way to take control of the story. It doesn’t always work – shutting the News of the World didn’t end the phone hacking story for News International, but it reassures stakeholders that you are taking things seriously and have a plan.

Overall, businesses need to replace their crisis management plans with something more flexible and adaptable, based less on what can go wrong and more on how you react to changing events. Only then will they be able to avoid a drama turning into a full-blown crisis.

October 19, 2016 Posted by | Creative, PR, Social Media | , , , , , , , , , | 1 Comment

What every PR can learn from Apple – good and bad

For anyone looking for inspiration for their PR and marketing strategy it makes sense to look at what bigger players are doing. Obviously slavishly copying what they do won’t work, but there are always lessons to be learnt that can benefit your brand, whatever size it is.

With CEO of Apple Inc. Steve Jobs.

So looking at Apple’s strategy over the last few years is a good place to start. It may be difficult for many people to grasp, but 20 years ago the company was in a mess, hanging on for its very survival. Founder Steve Jobs re-entered the picture, pushing through innovative new products beginning with the iPod, and then moving onto the iPhone and iPad. The result? Apple became the biggest company in the world by market capitalisation, selling millions of premium products and building a reputation as the maker of must have gadgets for huge numbers of people.

For those looking to see how Apple drove success on the PR side, there’s a fascinating Harvard Business Review article from Cameron Craig, who worked for the company for 10 years. He sums up the approach in five points:

  1. Keep it simple. Don’t use jargon in press releases, and ensure that your language is straightforward and easy to read.
     
  2. Value reporters’ time. Apple doesn’t send out many press releases (leading to complaints of secrecy). Contacting reporters sparingly does mean they’ll pay attention when you have important news – though this is easier for the likes of Apple to do compared to a startup that needs the oxygen of publicity on a more constant basis.
  3. Be hands on. Ahead of any interview Apple organised a hands-on product briefing to explain how it worked, the benefits and features. This is a great way to keep control of the conversation – again, it works better for a big player that has something reporters want than a smaller business struggling to attract their attention.
  4. Stay focused. Keep true to your mission (in the case of Apple providing products that allow customers to unleash their creativity). Don’t comment on news or trends that don’t support this as it wastes time and dilutes your message.
  5. Prioritise media influencers. Focus on the press and influencers that will shape the debate and use your time to build strong relationships with them, as opposed to taking a scattergun approach that targets hundreds of people. This is a really important lesson for businesses – it isn’t just about the amount of coverage you get, but also where it is – get into the right publications read by your target audience and your brand will get noticed.

What’s also interesting is that Apple’s PR and social media strategy seems to be changing. Ahead of the iPhone 7 launch it created its first centralised Twitter account and more information leaked out about the details of the phone. Before this, CEO Tim Cook carried out press interviews after the billionth iPhone was sold earlier in the year.

The change in strategy to be more proactive is partly a response to slowing iPhone sales, and perhaps also the well-publicised EU demand that it pays €13 billion in back tax to Ireland. Getting messages out early also allows Apple to monitor feedback and tweak what it is doing to ensure that the final launch goes smoothly and any questions are successfully answered. Whatever it may be, all companies should take a look at Apple’s PR strategy and see how they can apply the lessons to their own communications.

September 21, 2016 Posted by | Marketing, PR, Social Media | , , , , , , , , , , , | Leave a comment

Why marketers fail at building online communities

In today’s world every brand wants to engage with its audiences and use the power of digital to deepen engagement and increase loyalty. Yet there’s a balancing act – consumers are choosier about who they engage with and are increasingly likely to use social media to complain about brands and their actions. Witness this week’s furore after Sainsbury’s changed the range of items eligible for its lunchtime Meal Deal.global_453812571

Many brands have tried to create communities to get closer to customers, but often these have failed to deliver any results. Why is that, and how can marketers ensure they are building effective communities for the long term? At this week’s Cambridge Marketing Meetup Chris Massey of Mind The Product explored some of the reasons why, and gave some tips to maximise the chances of success.

Building a community relies on three factors:

  • Your audience has to be reachable
  • Your community needs to be relevant
  • Members have actually got to care about your product/company

The third factor alone explains why so many communities fail. You may be the one toilet bleach manufacturer with huge sales, but how many people actually care or feel an affinity with your brand? The only way to get their interest would essentially be by buying it – offering free stuff for their time, which will result in low engagement and not deliver lasting results.

As with any marketing initiative, you need to follow a process when creating a community. Start with building a business case – what problem are you trying to solve? For companies with technical products it could be reducing support calls as the community shares its knowledge to provide answers to basic queries, or it could be to help co-create new products and services. Identify your goal, and then create aims and metrics around it, ensuring you get the right level of buy-in internally.

Secondly, do you need to create a community at all? Is there an existing community that you can become involved in? There’s no point reinventing the wheel, particularly if members are unlikely to move across to your community from an open alternative.

Why do people join communities? It is normally for a combination of four reasons, which increase in engagement and commitment as they move up the hierarchy of needs:

  1. To get things (mugs, discounts, general free stuff)
  2. For access – to receive privileged information, such as pre-launch news before everyone else
  3. To feel powerful – members see that their feedback is taken on board and really makes a difference
  4. For increased status – they are respected within the community and essentially can become brand ambassadors/fan boys for your company

Once you have connected with people you need to keep it going. As Chris pointed out, in many ways this is the difficult thing – technically it is easy to create a community, but it takes a lot of work to ensure it thrives over the long term. Think about how you set membership criteria, what it is going to be called, and remember that it is going to take a lot of human management from your end to drive it forward. You aren’t going to always be in control, so bear that in mind, but any community needs to fit your own brand values or it will undermine the rest of your marketing.

Creating a community is not easy, and isn’t a short term project – but done well it can drive real engagement and create a multiplier effect that boosts your brand through third party endorsement. Just start with the business case, rather than building it and hoping that they will come…………

September 7, 2016 Posted by | Cambridge, Marketing, Social Media | , , , , , , , , | 2 Comments